IndexRestructuring StrategiesLearning and Development StrategiesRecruitment StrategiesOutsourcing StrategiesImplementationA strategic plan guides a school in achieving its mission successfully. Based on the strategic plan, a school can develop a human resources plan that will enable it to make management decisions in the present to support the future direction of the school. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay The overall purpose of human resource management is to: ensure that the organization has adequate human resources to achieve its objectives and operational plans enable the organization to stay informed of current social, economic, legislative and technological trends that affect human resources and enable the organization to remain flexible to dynamic changes in the environment. Human resource management identifies the future needs of the school after analyzing the school's current human resources, external labor market resources and the future human resource environment in which the school will operate. The analysis of problems external to the school and the development of future scenarios are what distinguishes human resources management from operational planning. The fundamental questions to answer for strategic human resources management are: Where are we going? Given the circumstances, how will we get there? Modern human resource planning is about predicting the organization's future human resource needs and planning to meet those needs. It requires not only setting goals, but also developing and implementing certain programs, such as staffing and training, to ensure that people are there with the right characteristics and skills when they are needed. Human resource planning also involves collecting data, which can be used to evaluate program effectiveness and alert when a review is needed. One of the goals of planning is to facilitate organizational effectiveness, so it must be integrated with the organization's business objectives. Human resource planning continues to receive increased attention due to factors such as the development of new technologies, changes in economic conditions, globalization and changing workforces. THE PROCESS The strategic human resources planning process includes the following four phases, each of which will be discussed in detail: Assess current human resources capacity Forecast human resource needs Gap analysis Develop human resources strategies to support school strategies Assess current human resource capacityBased on the organization's strategic plan, the first step is to evaluate the organization's current human resource capacity. You need to identify the knowledge, skills and abilities of current employees. This identification can be done by developing a skills inventory for each employee. It is important that the skills inventory goes beyond the skills needed for a particular position. Instead, it should list all the skills demonstrated by each person. For example, community or volunteer activities may involve special skills that may be relevant to the organization. Education levels, certificates or additional training should also be included. Once the performance evaluation is completed, you can review it to determine whether the person is ready and willing to take on more responsibility and to review the person's current development plans.Forecasting of human resources needs. The second step is to predict future human resource needs based on the organization's strategic objectives. Realistic human resource forecasting involves estimating both supply and demand. Important questions the forecast should include are: How many teachers and staff will be needed to achieve the school's strategic goals? Which jobs will need to be filled? What skills and credentials will people need? When forecasting possible demand for human resources, it is also critical to evaluate the challenges the school will face in meeting its staffing needs based on the external environment. This assessment must focus on how the external environment may impact human resource needs. Modeling and forecasting can provide management with important information about the implications of different HR strategies that can be used to support organizational goals. Gap Analysis: The next step is to determine the gap between where the school wants to be in the future and where it is now. Gap analysis includes identifying the number of faculty/staff and the skills and abilities required in the future. It is important to review all of the school's human resource management practices to identify those that could be improved or new practices needed to support the school's ability to move forward. Questions to answer include: What new jobs will we need? What new skills and abilities will be required? Do our current faculty/staff have the required skills? Are employees currently in positions that leverage their strengths? Do we have enough managers/supervisors? Are current human resource management practices adequate for future needs? In order to bridge the gap between the haves and have-nots, you need an approach that: Connects people's needs to business needs. Developing HR strategies to support school strategies There are five HR strategies that a school can benefit from to meet its needs for the future: Restructuring strategies Training and development strategies Recruitment strategies Outsourcing strategies collaboration Restructuring strategies Reducing staff through layoffs or attrition Bundling of tasks to create well-designed jobs Reorganizing work units to be more efficient Restructuring strategies can include a variety of tactics. For example, employee reduction can be undertaken, either through layoffs or attrition. Although termination style approaches can produce immediate results; It is important to remember that different types of work can be associated with this approach, depending on the applicable employment contracts. Attrition, on the other hand, is the process of not replacing employees when they leave. The feasibility of this approach depends on the urgency with which staff reduction is necessary. If this approach is chosen, jobs held within the organization will need to be reorganized to ensure that all essential work of departing employees is covered. A careful evaluation of the reorganized workloads of the remaining staff should be conducted, including an analysis of whether or not there are improved outcomes. At times, existing faculty and staff may be willing to voluntarily reduce their hours, especially in merely temporary situations. Job sharing could be another option. The key to success is to ensure that employees are satisfied with the agreement andthat meets the needs of the organization. Excellent communication is a prerequisite for success. The analysis may demonstrate that the organization has more resources in some areas of the school than others. This, in turn, would require a redistribution of workers to areas with shortages. The training/development needs of the transferred individual must be taken into account. Training and Development Strategies Provide faculty/staff with training to take on new roles Provide current faculty and staff with development opportunities to prepare them for future jobs Training and development needs can be met in a variety of ways. One approach is for the school/university to pay teachers/staff to improve their skills. This may involve sending people to take courses or certificates. Many training and development needs can be met through cost-effective techniques. Human capital separates training into two types: general training and specific training. General training is any training provided by one organization that another organization can use. Specific training is any training provided by an organization specific to that organization. In other words, this is training that would have little use in other organizations. This distinction is important because the first step in analyzing the strategic value of any training program lies in determining whether it is general or specific. Before an organization considers a training program a strategic interest, it must determine whether the training is truly strategic. If an organization intends to make training a key component of its competitive strategy, it must ensure improved performance and competitive advantage. The strategic training investment decision model is a tool that can be used to analyze the strategic potential of a training program. Recruitment strategies Recruit new teachers/staff with the skills and abilities that our school will need in the future For strategic human resources planning, whenever For school hiring you should consider the requirements from a strategic perspective keeping in mind that Recruiting involves building a pool of qualified candidates from a variety of sources. Recruitment can be thought of as how an employer initially gathers information about potential job candidates. The choice of recruitment, in turn, affects the size, quality and flow of candidates. When deciding on the correct recruitment strategy to pursue, organizations seem to face a trade-off. On the one hand, an organization may need to hire employees for a position as soon as possible. On the other hand, a fast-track approach may not provide employees with the level of quality desired by the organization. Since the quality of the candidate match and the speed of hiring will both be important to some organizations and not to others, you can therefore expect recruiting choices to differ based on company characteristics and desired skill levels. Outsourcing Strategies By using external individuals or organizations to perform certain tasks, many organizations look outside their human resource pool and contract out certain skills. This is especially useful for performing specific, specialized tasks that don't require continuous full-time work. Some organizations outsource human resources activities. Collaboration Strategies: Finally, the strategic HR planning process can.